City councils, boards of administrators and other governing systems demand a performance management framework that focuses on what outcomes employees will achieve, and how success is going to be measured. This tool reveals how to construct an integrated performance management framework that takes into account the many different functions which a city or a county…
DetailsThe Business Imperative Everyone has heard the statistic. Two-thirds of all change initiatives fail to achieve their expected business benefits – a statistic that has stayed constant from the 1970s to the present. This failure rate represents billions of dollars in lost productivity, wasted resources, opportunity costs and rework—not to mention the negative impact on…
DetailsTwo-thirds of all large-scale change initiatives fail to achieve their expected business benefits. This failure rate represents billions of dollars in lost productivity, wasted resources, opportunity costs and rework—not to mention the cost of lost jobs and workforce disengagement. Companies that learn to manage change effectively and consistently deliver expected returns from their large-scale change…
DetailsRecently, consulting firm Emergent partnered with a Fortune 500 apparel company to undertake the biggest business transformation in the company’s history. Below is a mini case study that provides insights from that project. Building upon its solid performance in 2012, the company chose to implement a new global structure designed to fuel its long-term, international growth. The project…
DetailsWhen people ask me to describe our change management model at LRI, I tell them it boils down to three principles. Principle number one: Focus on the first five percent. To guarantee a successful outcome you must gather champions, set expectations, how extensively you engage stakeholders, and how well you paint a picture for people…
DetailsI continue to be amazed by that fundamental truth about living: how we choose to see a situation dictates the choices we–and others–make about it. Take a look at this 2-minute clip that demonstrates it better than any more words I can write. You will be glad you did. How you choose to deliver feedback…
DetailsWhen you hear the word conflict, it has negative associations with words like argument, war, battle, and disagreement. In reality, conflict should be embraced as being essential to a healthy organization. The majority of employees (and many supervisors and managers) avoid conflict because of the assumption that conflict is destructive. Conflict is expected and desired…
DetailsA corporate leader’s job is hardly easy. He or she must efficiently manage employees, account for outside competition, note any changes in the industry landscape and if necessary, profoundly modify the operational model a business should employ. Ironically, most leaders shrug in defiance at such duties due to their seemingly complex nature. However, there are…
DetailsA colleague of mine, Gwen Kinsey, led a crisp, interactive presentation at a recent leadership breakfast event. The topic was about how mission statements engage (or not) your employees. Gwen’s session drove home a point for me and I’d like to share it here. She put us in small groups and handed out two mission…
DetailsMany excellent change initiatives never get off the ground, stagnating just when they should be flowering. Why, after an enthusiastic start, do so many major change efforts—a new product rollout, international expansion, a new IT system—founder and organizations return to the pre-change state? It’s because companies focus disproportionately on the structure and technical aspects of…
DetailsThis tool is useful for visualizing the steps in a typical strategic planning process, from the initial environmental scan to the narrowing of strategies and developing of related performance targets. Managers and leaders can use this tool to communicate their planning process to other managers, employees, board members and other stakeholders. This tool is best used…
DetailsPiggy-backing on a blog post by Morag Barrett on the Colorado Women’s Chamber of Commerce site titled How to Avoid Mistakes New (and Experienced) Managers Make, we address the new manager’s role in supporting change within the organization. To clarify, by “new managers” we are referring to individual contributors who have recently been promoted into roles…
DetailsWhenever volatility occurs in the market, companies start thinking about how to reorganize themselves so that they can cope with those changes effectively. But since they’re trapped by traditional thinking, they tend to recycle old models rather than to create new ones. One such model is matrix; and like so many that have gone before…
DetailsWe are occasionally asked about mistakes that we see companies make related to organizational change management. In reflecting back over several years and many client engagements, below are the most common mistakes that we have seen. 1) Not Seeking Outside Expertise Rarely do companies have deep change management expertise, though some are seeking to build this…
DetailsCompanies are frequently facing the need to restructure their organizations. Changes in leadership, a shift in strategy, or changing factors within an organization often create the need for reorganizing. Organization design is one of the most powerful tools available to senior managers for shaping the direction of their organizations. “Organization design” is often used incorrectly…
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